Alle Publikationen
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2018
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(2018): Ranking low, feeling high. How hierarchical position and experienced power promote prosocial behavior in response to procedural justice. In: The Journal of applied psychology 103 (2), S. 164-181. DOI: 10.1037/apl0000260
DOI: http://www.ncbi.nlm.nih.gov/pubmed/28933910 Abstract: Research shows that power can lead to prosocial behavior by facilitating the behavioral expression of dispositional prosocial motivation. However, it is not clear how power may facilitate responses to contextual factors that promote prosocial motivation. Integrating fairness heuristic theory and the situated focus theory of power, we argue that in particular, organization members in lower (vs. higher) hierarchical positions who simultaneously experience a high (vs. low) sense of power respond with prosocial behavior to 1 important antecedent of prosocial motivation, that is, the enactment of procedural justice. The results from a multisource survey among employees and their leaders from various organizations (Study 1) and an experiment using a public goods dilemma (Study 2) support this prediction. Three subsequent experiments (Studies 3-5) show that this effect is mediated by perceptions of authority trustworthiness. Taken together, this research (a) helps resolve the debate regarding whether power promotes or undermines prosocial behavior, (b) demonstrates that hierarchical position and the sense of power can have very different effects on processes that are vital to the functioning of an organization, and (c) helps solve ambiguity regarding the roles of hierarchical position and power in fairness heuristic theory. (PsycINFO Database Record
2017
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(2017): Employee conscientiousness, agreeableness, and supervisor justice rule compliance. A three-study investigation. In: The Journal of applied psychology 102 (11), S. 1564-1589. DOI: 10.1037/apl0000248
DOI: https://doi.org/10.1037/apl0000248 Abstract: Researchers have paid limited attention to what makes organizational authority figures decide to treat their employees either justly or unjustly. Drawing from the actor-focused model of justice, as well as the stereotype content model, we argue that employee conscientiousness and agreeableness can impact the extent to which supervisors adhere to normative rules for distributive, procedural, informational, and interpersonal justice, as a result of supervisors' evaluations of their employees' effort and their liking of the employees. Supervisory compliance with justice rules may, in turn, impact the extent to which employees judge themselves to be treated either justly or unjustly. We tested these possibilities in 3 studies. In Study 1, we utilized a meta-analysis to demonstrate positive relationships between employees' conscientiousness, agreeableness, and their justice perceptions. In Study 2, we conducted 3 experiments to test the causal relationship between employee personality and supervisor intentions to comply with justice rules. In Study 3, we conducted an employee-supervisor dyadic field survey to examine the entire mediation model. Results are discussed in terms of the potential roles that both employees and supervisors may play in shaping employees' justice perceptions. (PsycINFO Database Record zitiert von 1
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(2017): The Relationship between Authoritarian Leadership and Employees' Deviant Workplace Behaviors. The Mediating Effects of Psychological Contract Violation and Organizational Cynicism. In: Frontiers in psychology 8. DOI: 10.3389/fpsyg.2017.00732
DOI: http://www.ncbi.nlm.nih.gov/pubmed/28536550 Abstract: This study investigated the relationship between authoritarian leadership and employees' deviant workplace behaviors (DWB), as well as the mediating effects of psychological contract violation and organizational cynicism. A cross-sectional survey was conducted among 391 manufacturing workers in a northern city of China. Structural equation modeling was performed to test the theory-driven models. The results showed that the relationship between authoritarian leadership and employees' DWB was mediated by organizational cynicism. Moreover, this relationship was also sequentially mediated by psychological contract violation and organizational cynicism. This research unveiled psychological contract violation and organizational cynicism as underlying mechanism that explained the link between authoritarian leadership and employees' DWB. zitiert von 6
2014
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(2014): Diversity-Trainings. Einstellungen zwischen Gruppen sozialpsychologisch fundiert verbessern. In: Aktuelle Trends in der Personal- und Organisationsentwicklung
Abstract: Grundlagen des Diversity-Konzepts und des Diversity-Managements in Unternehmen werden erlautert und Erfahrungen mit Diversity-Trainings werden reflektiert. Im Rahmen einer Definition werden unterschiedliche Dimensionen und Typen von Diversity beschrieben und theoretische Modelle erlautert. Nach einer Darstellung der Grunde und Ziele von Diversity-Management werden Massnahmen zum Umgang mit Stereotypen und Vorurteilen am Arbeitsplatz beschrieben, von denen die wichtigste in Diversity-Trainings besteht. Neben grundlegenden Aspekte der Trainingsgestaltung und moglichen Fehlern bei der Durchfuhrung wird ein Uberblick uber die Trainingspraxis gegeben und ein Diversity-Training vorgestellt, welches theoriegeleitet entwickelt wurde, um soziale (vor allem sexistische) Einstellungen zu verbessern. Anhand von Evaluationsergebnissen wird verdeutlicht, dass die Erhohung wahrgenommener Vielfalt innerhalb von Gruppen einen wesentlichen Faktor fur die Verbesserung von Gruppenbeziehungen darstellt.
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